Diffusing 'best practice' in multinational firms: prospects, practice and contestation

Article Abstract:

A new study investigate the mechanisms used by multinational companies to disperse human resource management (HRM) best practice and the limitations on adopting such practices by local management teams. A case study of Europe-based Asea Brown Boveri is used to illustrate the problems and issues involved. It is concluded that the diffusion of best practice within organisations is successful under certain conditions and that internal benchmarking can be a powerful tool to aid organizational change. However, best practice implementation is mediated by local and internal cultural conditions.

Business Personnel Management, Foreign corporations, Demographic aspects

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Co-ordination and control of human resource management in multinational firms: the case of CASHCO

Article Abstract:

US-style human resources management techniques were employed by a UK subsidiary of American multinational firm CASHCO over a period of 20 years, transforming the firm from a loss-making enterprise to a world leader within its specialized market. CASHCO transferred best practice centralized control to the UK subsidiary after investigations discovered managers and employees would react positively to changes imposed on them. US companies must take in to account all factors which could influence human resources management when introducing new strategic policies to overseas subsidiaries.

Legislative Bodies, Human Resources, Management research, Cashco Inc.

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Transforming multinational enterprises: towards a process model of strategic human resource management change

Article Abstract:

Research is presented to analyse the requirements for delivering an acceptable and coherent strategic human resource change initiative in multinational enterprises while simultaneously allowing for innovation and subsidiary development.

Models, Strategic planning (Business)

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